When preparing for an interview, as a Hiring Manager, you want to make sure that you set aside enough uninterrupted time to concentrate on the interview. Know what you are looking for; what are the must haves and what are the nice to haves for this position? A résumé itself can’t indicate some of the intangibles that an employee can bring to the job. Think about what the behaviors you want. You could have someone who is a great sales person but may be a bad team player. Identifying these intangibles ahead of time will help you probe for them during the interview. Make sure that you have behavioral based interview questions prepared that you will consistently ask each candidate. This is important when you interview multiple candidates and want to compare answers later. Behavioral interview questions are those that seek information about specific past experiences as they are the best indicators of future behavior.
Know what kind of questions not to ask during an interview. A few examples of things not ask are: any personal questions about the candidate’s age, religion, ethnicity, political affiliation, disability, if they are married or have children, if they are pregnant or plan to have children. Asking questions about these topics can be used as evidence of discrimination. You only want to ask questions that are relevant to the job they are applying for.
It pays to be prepared, seek interview training, or conduct a mock interview with colleagues to ensure that you are confident in your ability to select the best candidate for your team. According to the U.S. Department of Labor, the price of a bad hire is at least 30 percent of the employee’s first-year earnings1. Don’t allow poor preparation or lack of training be the cause of this type of loss to your business.
Written By Laura Goad